Professional Documents
Culture Documents
It is vital to bear in mind that organizational change is not an intellectual process concerned with
the design of ever-more-complex and elegant organization structures. It is to do with the human
side of enterprise and is essentially about changing people’s attitudes, feelings and – above all
else – their behavior. The behavioral of the employees affect the success of the
organization. Strategic implementation requires support, discipline, motivation and hard work
from all manager and employees.
Influence Tactics: The organizational leaders have to successfully implement the strategies and
achieve the objectives. Therefore the leader has to change the behavior of superiors, peers or
subordinates. For this they must develop and communicate the vision of the future and motivate
organizational members to move into that direction.
Power: it is the potential ability to influence the behavior of others. Leaders often use
their power to influence others and implement strategy. Formal authority that comes through
leaders position in the organization (He cannot use the power to influence customers and
government officials) the leaders have to exercise something more than that of the formal
authority (Expertise, charisma, reward power, information power, legitimate power, coercive
power).
Empowerment as a way of Influencing Behavior: The top executives have to empower lower
level employees. Training, self managed work groups eliminating whole levels of management
in organization and aggressive use of automation are some of the ways to empower people at
various places.
Promote understanding.
Leadership Style and Culture Change: Culture is the set of values, beliefs, behaviors that help
its members understand what the organization stands for, how it does things and what it
considers important. Firms culture must be appropriate and support their firm. The culture should
have some value in it . To change the corporate culture involves persuading people to abandon
many of their existing beliefs and values, and the behaviors that stem from them, and to adopt
new ones. The first difficulty that arises in practice is to identify the principal characteristics of
the existing culture.
Organizational culture includes the shared beliefs, norms and values within an organization. It
sets the foundation for strategy. For a strategy within an organization to develop and be
implemented successfully, it must fully align with the organizational culture. Thus, initiatives
and goals must be established within an organization to support and establish an organizational
culture that embraces the organization’s strategy over time
Characteristics of Stability
A stable culture, one that will systematically support strategy implementation, is one that fosters
a culture of partnership, unity, teamwork and cooperation among employees. This type of
corporate culture will enhance commitment among employees and focus on productivity within
the organization rather than resistance to rules and regulations or external factors that prohibit
success.
Cultural Alignment
When culture aligns with strategy implementation, an organization is able to more efficiently
operate in the global marketplace. Culture allows organizational leaders to work both
individually and as teams to develop strategic initiatives within the organization. These may
include building new partnerships and re-establishing old ones to continue delivering the best
possible products and services to a global market
Organizational structures determine what actions are feasible and most optimal. The importance
of organizational structures in the implementation of a strategy is hard to overemphasize. Good
strategy involves taking account of where a company finds itself in terms of the external market
and its internal organizational structure. Strategy and implementation must cohere.
Centralization
Some organizations have a more centralized structure already in place before a strategy has been
implemented. When this is the case, it makes implementing certain strategies more feasible.
Change is always difficult to implement as a part of strategy; the fewer people involved in
decision-making, the easier it is to gain consensus. More dramatic strategies are aided by a
centralized organizational structure. Dramatic strategies can mean changing the basic ways an
organization does business.
Innate Advantages
The best strategies often seek to take advantage of the innate advantages that an organization
already possesses. Most organizations have certain departments that are particularly effective and
certain tasks that it is already adept at doing. Strategies of this sort seek to rearrange
organizational structures so as to better benefit from innate advantages. These strategies involve
taking steps such as expanding parts of the organization that are successful and shrinking those
that are not.
Consensus
Organizational structures are often important in gaining consensus for a strategy. If all the parts
of an organization aren't onboard with a given strategy, it will stand less of a chance of
succeeding. The structure of an organization will have much to do with gaining consensus
because it will determine who has to be appeased in management and how power is aligned.
Different personal interests will often conflict and need to be addressed.